Assessing HRD need is important in developing strategic HRD process Essay

Assessing HRD need is important in developing strategic HRD process - Essay Example The role of HRD in modern organizations has been extensively emphasized in the literature; emphasis is given though on the potential complexity and the increased needs of HRD plans, a fact that has led to the assumption that the development of effective HRD policies requires the active support of both the employer and the employees. Current paper focuses on the examination of a particular aspect of HRD: the development of strategic HRD process. Reference is made specifically to the relationship between this process and the assessment of HRD need. The examination of the literature published in the particular field has revealed that indeed the accurate and appropriate assessment of HRD need can increase the chances for the successful development of strategic HRD process; however, the terms under which the interaction between the above two activities/ processes can be developed are not always clear. It seems that the conditions in the internal and the external organizational environment can affect the level at which the assessment of HR need affects the development of strategic HRD process. All the potential aspects of the above relationship are examined and critically analyzed in this paper using examples – as possible – from relevant organizational practices. ... terprises of all sizes; however, the forms of HRD that each of these enterprises decide to implement is differentiated – usually being depended on the organizational needs, the resources available and the benefits expected. Indicative forms of HRD are the following ones: ‘the training sessions for employees in various departments, the career planning projects and the participation in a wide change effort of the organization’ (Werner et al 2008, p.4). It is also noted that the development of effective HRD policies is depended on the existence of the relevant resources; for this reason, before proceeding to the establishment of a particular HRD plan, the managers involved need to ensure that the resources required for the execution of the plan are available – or, at least, that they will be available in the short term (Werner et al. 2008). Through a similar point of view, Reid et al. (2004) noted that HRD is a key process for enterprises of all sizes; however , it is explained that not all employers manage to understand the needs or the value of the specific process. Moreover, the ability of managers to respond to the needs of the HRD policies is often limited – under the influence of personal perceptions on organizational priorities and values (Reid et al 2004). At the next level, Reid et al (2004) state that the responsibility of managers involved in HRD policies can be differentiated – more specifically, differences have been identified in ‘managerial responsibility for learning, development and training’ (Reid et al. 2004, p.118) – a fact that it is negatively criticized by the above researchers. It is suggested that the responsibility of HR managers for the various phases of the HRD process should be equal securing their high level of engagement to